Ready, set, go!

Measuring Improvement
Marco Melas / PARSHIP / 2012-Oct-22

Who am I?
Marco Melas Italian German Age 38 Married with kid Live in Hamburg

Head of Delivery Management & Engineering

Engineering Agile Coaching Project Management Favorite sentence at work: Irgendwas ist ja immer Shit happens
2
22.10.2012

PARSHIP: Leading online matchmaking agency in Europe

Present in 12 European countries and Mexico 160 employees Subsidiary of the Georg von Holtzbrinck publishing group Premium brands: PARSHIP.com and gayPARSHIP.com EUR 55 mio. turnover in 2010

PARSHIP Product Development Team in a nutshell

Product Management 4 PO 2 UX 1 Designer

Engineering (5-6 ppl/team) 3 Scrum teams internal 1 Scrum team external (Kiev, Ukraine) 1 Kanban Team
IT-Ops (5 ppl) 1 Kanban Team

4
22.10.2012

Improving is deciding

What KPIs do you use for making business decisions?

e.g. how do you know if your website is successful?

5
22.10.2012

What KPIs do you use for making ITdecisions?

e.g. how do you decide about product quality?

We need to know more!

6
22.10.2012

Some sample questions for KPIs:

Do we have the most relevant topics on our plan?
Is the current development in line with the corporate strategy? What is the time-to-market for an idea?

How to measure success of Scrum-Teams?

7
22.10.2012

Do we have the most relevant topics on our plan?

The quartely roadmap process

PO

PO

Dev

PO

Teams

PO

Collect Stakeholder Input

Unsorted Product List

First Ranking

Second Ranking
Quarter Proposition Product List

Final Ranking
Final Product List: Roadmap

1. Business Value 2. Fits business strategy 3. Rough Estimation (S, M, L, XL, XXL) 4. Ranking

1. Product Show 2. Management Presentation 3. Audience Input 4. Team Estimations

8
22.10.2012

Is the current development in line with the corporate strategy?

We know on how many Epics/Projects from the Roadmap (and corporate strategy) we work.
We know how much we did that was not on the Roadmap.
9
22.10.2012

How to improve time-to-market for an idea

Based on this KPI concrete projects resulted, e.g.

Continuous Deployment
Deploy components independently

Introduce SW-Kanban to Engineering

A fastlane always exists!

10
22.10.2012

How to measure success of Scrum-Teams?

Time: did we deploy when we wanted to deploy?

Yes/No

Scope: is the PO happy with the amount the team developed?

1 yes, overachieved, 2 yes, as expected, 3 below expectation, 4 no

Quality: is the Requestor happy with the feature?

1 yes, overachieved, 2 yes, as expected, 3 below expectation, 4 no
11
22.10.2012

A key role for Measuring Improvement is Delivery Management

Ensure Delivery Be the Scrummaster/Agile Coach Create Transparency

Responsibility for the Deliveryprocess - from idea to deployment

12
22.10.2012

Key take-aways of this session

1. 2.

3.

4.

Improvement is measurable There are more indicators than systembased/financial Creating and collecting KPIs is no Voodoo! Still its hard work and DM or a similar role is essential for a successful implementation You need a target in order to know what and why you need to measure
13
22.10.2012

And in the spirit of improving

14

14
22.10.2012

More questions or comments?

Marco Melas marco.melas@parship.com @mmelas74

Head of Delivery Management & Engineering

PARSHIP GmbH Speersort 10 D - 20095 Hamburg

15
22.10.2012

Excursus: How

to measure?

Systemic Indicators a.k.a. hard facts:

Conversion, OrderEntry, Availibility, # known bugs Systems measure and display defined values

Soft facts:
Polls, Interviews, because Perception

Is Reality

16
22.10.2012